Futurescan 20172022 Big Data in Healthcare

Description: For healthcare organizations to succeed in the changing landscape, they will need new capabilities that require the scale and resources that come with integration and consolidation. Hospital and health system consolidations
continue at a rapid pace. Chain pharmacies are gaining more
influence over the provision of care.

Few providers have the resources, talent,
or technology to develop the needed scale
and capabilities alone.
As a result, leaders must continue to pursue:
• Mergers and acquisitions.
• Affiliations with traditional and non-traditional providers.
• Creative partnerships, that will increasingly evolve
into more fully integrated arrangements.
WHAT HEALTHCARE LEADERS PREDICT BY 2022

THINK THEIR ORGANIZATION

%
62

WILL ENTER INTO A MERGER
OR OTHER AFFILIATION WITH
ANOTHER ORGANIZATION.

PAYMENT REFORM: THE ISSUE

Two payment systems
will dominate the transition
to value-based care.

PAYMENT REFORM

CMS is placing increased emphasis on
episode- and population-based payment.
Early results are positive but not overwhelming.
•

Implementation has been challenging.

•

Only modest savings achieved to date.

PAYMENT REFORM

Key insights for the future:
•

Population-based payment is likely to
accelerate and may be more likely to expand
in markets dominated by large providers.

•

Markets that are fragmented are more likely
to see the development of episode-based
payment models.

WHAT HEALTHCARE LEADERS PREDICT BY 2022
SAY MORE THAN HALF OF

%
68

HOSPITAL REIMBURSEMENTS
WILL BE POPULATION BASED
IN FIVE YEARS.

PAYMENT REFORM: IMPLICATIONS

Leaders need to adapt by:
• Shifting their mind-set from “hospital manager”
to “population manager.”
• Changing the measures of success.
• Building new data capabilities.
• Expanding their continuum of care.

WHAT HEALTHCARE LEADERS PREDICT BY 2022

%
46

THINK HOSPITALS WILL
ACQUIRE ADDITIONAL
POST-ACUTE CARE
PROVIDERS.

BIG DATA: THE ISSUE

The advent of big data is revolutionizing
the delivery of healthcare in ways
futurists only imagined a few years ago.

BIG DATA

Three developments are
influencing the use of big data:

Increasing
availability
of data at a
large scale.

The scaling-up of computer
systems and adoption of secure
cloud computing technologies.

Increased
sophistication
of analytics
and cognitive
technologies.

BIG DATA

As healthcare evolves, leaders can anticipate
several changes:
•

Big data will play a heightened role in directing patient care.

•

There will be increased use of natural language
processing technologies.

•

E-health providers and retail clinics will increasingly
integrate their services with hospitals.

The CEOs of the future must have a keen
ability to transform their organizations to
provide care differently using an entirely
new set of tools.

CEO OF THE FUTURE

Achieving this goal will be challenging
in the volatile healthcare environment.

CEO OF THE FUTURE

These changes are complex and interrelated,
and must be managed in a way that balances
individual health with population health.

CEO OF THE FUTURE: IMPLICATIONS

Striking this balance will require leaders to:
• Simultaneously achieve performance improvement
and superior patient outcomes.
• Engage providers to move toward population health.
• Incentivize the entire organization to support
the transition to value-based care.
• Consider the acquisition or development of
an insurance product.

Continued…

CEO OF THE FUTURE

• Quickly adapt to consumer
demands for more connectivity
and communication.
• Establish creative partnerships
and make adept decisions about
when to build versus buy.

WHAT HEALTHCARE LEADERS PREDICT BY 2022
BELIEVE THEIR HOSPITAL

%
92

WILL PARTNER WITH
OTHER ORGANIZATIONS
TO PROVIDE CERTAIN
HEALTHCARE SERVICES.

WORKFORCE: THE ISSUE

Interwoven in the transformation
of healthcare are profound shifts in
the composition of the workforce
at hospitals and health systems.

HUMAN RESOURCES TRAINING,
REWARDS, AND RECOGNITION
WILL BE DESIGNED TO SUPPORT
THE NEEDS OF THE DIFFERENT

Born
1980–1997

Born
1998–2016

(Age 20–37)

(Age 1–19)

AGE GENERATIONS.

WORKFORCE

Just as important as generational differences
is the ever-increasing diversity of the workforce,
in terms of:
• Gender

• Ethnicity

• Culture

• Socioeconomic
factors

• Race

WHAT HEALTHCARE LEADERS PREDICT BY 2022
PREDICT THEIR HOSPITAL WILL

%
84

ESTABLISH A STRATEGIC GOAL
TO HAVE ITS WORKFORCE
REFLECT THE DIVERSITY OF
THE COMMUNITIES IT SERVES.

WORKFORCE: IMPLICATIONS

These dynamics require new capabilities
and strategies to lead the workforce into
the future, including the ability to:
• Approach challenges as opportunities for improvement
and innovation.
• Understand the evolving expectations of caregivers
and staff.
• Recognize that all employees have unique strengths
to be leveraged.
Continued…

When executives engage physicians and
involve them in organizational leadership,
hospitals and health systems achieve significant
improvements in the quality of patient care.

PHYSICIAN ENGAGEMENT

During these challenging
times, leaders can
effectively engage
physicians by:

PHYSICIAN ENGAGEMENT

Placing physicians in leadership positions
is important for several reasons:
• Experts believe meaningful change in delivery systems
must be led by professionals providing care.
• Hospitals with physician CEOs achieve higher
quality scores.
• Doctors can draw on their medical experience to predict
the impact administrative decisions may have on patients.

• Working collaboratively with administrators to
bridge the gap between the clinical and financial
aspects of medicine.
• Providing senior management with expert insights into
the clinical implications of operational decisions.
• Convincing their peers that organizational financial
viability supports the mission of patient care.

Virtual care is transforming
medicine by expanding access
for patients and providing
clinicians with more efficient
and cost effective ways to
deliver care.

VIRTUAL HEALTHCARE

The trend toward virtual care is
the result of several factors:
• The shift from volume to value.
• Consumers and employers demand for quicker
and easier access to quality, lower-cost healthcare.
• America’s aging population requires more
medical services.
WHAT HEALTHCARE LEADERS PREDICT BY 2022
FORECAST AT LEAST

%
89

25 PERCENT MORE PATIENTS
WILL USE VIRTUAL CARE TO
OBTAIN MORE CONVENIENT
AND TIMELY CARE.

Wearables: Soon it may be common
for consumers to wear technology
that captures vital signs data and
monitors their health 24 hours-a-day.

INNOVATION AT SCALE

•
•

•

Genomics: New technologies could make it possible
to sequence patient genomes to determine optimal care.
Robotic surgeries: A new generation of robots will
likely perform procedures with enhanced precision
and accuracy.
Mobile telepresence robots: Robots with greater
autonomy will likely perform procedures such as
coronary artery bypass and hip replacement.

WHAT HEALTHCARE LEADERS PREDICT BY 2022
FORECAST THEIR HOSPITAL

%
33

WILL USE ROBOTS WITH
GREATER AUTONOMY
TO PERFORM CERTAIN
COMMON SURGERIES.

INNOVATION AT SCALE

Stem Cells: Advances may lead to
more effective treatments for heart
disease, cancer, brain disorders,
and other conditions.

WHAT HEALTHCARE LEADERS PREDICT BY 2022

%
45

BELIEVE STEM CELL THERAPIES
WILL BENEFIT PATIENTS IN
THEIR SERVICE AREA.

INNOVATION AT SCALE: IMPLICATIONS

Exponential technologies will become
a core responsibility for executives,
who must do the following:
•

Stay informed.

•

Anticipate the future.

•

Embrace rapid change.

•

Swiftly adopt innovations in care and operations.

CONCLUSION

In the new healthcare and political
environment, leaders must stay abreast
of the trends highlighted in Futurescan
to help their organizations successfully
navigate the changing waters ahead.

CONCLUSION

The voyage will require:
•

A deep understanding of the
issues covered in the report.

•

A focused analysis of what
matters most.

•

An ability to translate
intelligence from the field
into action.

• What issues identified above are or are most likely to affect our
organization?
• How are we addressing them?
• Are there any additional issues or trends that we as leaders should be
strategically addressing or monitoring?
• Of the issues we identified, what are the top five to seven that we
should be focusing on over the next three to five years?
• Which of these should be our top priorities?
• How will these issues affect our strategic plan?
• What should we as a board be doing to monitor and stay abreast of key
environmental issues and trends?

Order your print
or digital copy at
shsmd.org/futurescan
Packages of 15 are available
to share with others in
your organization.